Almadar A trading company based near Al Olaya with cash tied up in slow-paying customers across Riyadh has usually never quantified exactly how much of it is sitting idle.
This work draws directly on both order-to-cash and procure-to-pay findings, since working capital is really the net effect of how quickly you collect from customers, how quickly you pay suppliers, and how much inventory you hold in between.
The three levers and why they interact
Extending payment terms with suppliers, accelerating collection from customers, and reducing inventory holding all improve working capital individually, but pulling too hard on one lever creates friction elsewhere, aggressive supplier payment terms can damage the relationships and pricing you rely on, and overly aggressive collections can strain customer relationships if not handled carefully.
Why the right balance differs by business type
A Riyadh-based trading business holding substantial inventory to serve a broad customer base has genuinely different working capital dynamics than a Riyadh contractor whose primary working capital challenge is the gap between incurring project costs and collecting milestone payments, which means a generic working capital improvement plan applied uniformly misses what actually matters for each.
Quantifying the actual opportunity
Before recommending specific actions, we benchmark your current cash conversion cycle, the combined effect of receivables, payables and inventory days, against what's realistically achievable given your specific business model, rather than an arbitrary industry average that may not reflect your actual operating reality.
What we deliver
A quantified working capital improvement opportunity broken down by lever, specific recommendations sequenced by ease of implementation versus impact, and a monitoring approach to track whether improvements are actually sustained rather than reverting within a few months. This often overlaps directly with cash forecasting work, since the two use much of the same underlying data.
Sustaining the gain past the first quarter
Working capital improvements tend to erode quietly if nobody keeps measuring them after the initial project ends. Building the relevant metrics into a regular reporting cadence, rather than treating this as a one-time exercise, is usually what determines whether the improvement holds a year later.
Riyadh trading businesses typically have the most working capital tied up in inventory and receivables given their broad customer base, while Riyadh project contractors more often see their working capital challenge concentrated in the timing gap between project costs and milestone billing, which calls for a genuinely different improvement approach.